GETAHUN TADESSE EKI DIRECTOR GENERAL EKI. Copy Right Getahun Tadesse Mar DG 4/14/2016

Transcription

1 4/14/2016 GETAHUN TADESSE 1 DIRECTOR GENERAL

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5 1.1 Vision Of Ethiopia KAIZEN ( ) 4/14/2016 5

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7 Japan 1 st Generation Singapore 2 nd Generation Ethiopia 3 rd Generation 4/14/2016 7

8 Japan Quality movement Private sector driven Decentralized approach Singapore Quality and productivity movement Government driven Institutionalized approach Ethiopia KAIZEN movement.( QPCDSMEG) Attitudinal change. Government driven Institutionalized & comprehensive approach 4/14/2016 8

9 1. KAIZEN as a management philosophy. 2. Three segments of KAIZEN. Principles Systems From simple to complex Tools 3. Defined Rules and strategy aliened with Development Plan. Regulation Long term plan Annual plan 4. Defined road map. Three level technologies. Three level knowledge Three level out puts 5. Customized approach. Modeling KPTs Capacity building Organization Integrated in ascending order 4/14/2016 9

10 1.5 STRATEGIC LEADERSHIP National council chaired by the Prime Minister. Affiliated to the Ministry of Public Service and HRD. Independent and fully authorized Institute established by law. 4/14/

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12 Transfer Adapt Own 4/14/

13 Awareness Implementation Ownership 4/14/

14 First Level K /14/

15 5. Ownership I 1. Testing 2. Institutionaliz e 3. Implementati on 4. Sustai n Third Level 2025 Second Level 2020 First Level /14/

16 TIISO- MODEL 5 steps 2. Institutionalize 3. Establish institutional infrastructure 4. Producing competent consultant 5. Disseminating KAIZEN in TVETs 6. Disseminating KAIZEN in universities 1. Test 1. Learning from abroad, Japan 2. Building local capacity 7. Company selection 8. Reconnaissance survey 9. Management oriented training 3 Implementation 10. Frontline oriented training 11. Selection of work station 12. Establishing KAIZEN promotion teams 13. Preparing and implementing improvement plan 15. Performance appraisal 16.. Acknowledging and rewarding best performers 17. Certifying KAIZEN consultants 10. Accumulation of Best Practices 19. Customizations 20. Defining Ethiopia Kaizen 14. Providing guidance &counseling 4/14/

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18 First Level KAIZEN 1. KAIZEN Management 2. KAIZEN Systems 3.KAIZEN Tools 1. Brief History of the development of scientific Management from The Emergence and Development of KAIZEN (Japanese Model) i. Japanese Economic History in 1950s and the Quest for Learning from abroad. ii. iii. iv. The Role of JPC,JUSE and JMA in Knowledge Transfer and Productivity Movement. TOYOTA KAIZEN Principles of KAIZEN management and the development of KAIZEN from 1950 onwards. 3. Experience of Singapore in KAIZEN Transfer (Singapore Model). 4. Ethiopia KAIZEN Model and Strategies. 1. PDCA SDCA 2. Junior KPTs 3. Autonomous Maintenance 4. Problem Solving Methodologies 5. KAIZEN costing. 6. KAIZEN Consulting procedure Expected Outcome Organized Work Place 1. 3MUs 2. 5s 3. Soft Problem solving/muda Identification, elimination and standardization tools i. Brain Storming ii. 5M+1I analysis iii. QPCDSEMG analysis, iv. Value Analysis Process evaluation v. Why Why Analysis, vi. 5W+2H 1. A Comprehensive Understanding of KAIZEN 1. Implementing 1 st 1. Practicing 1 st level K Tools level K System 2. Mind set change 2. Work Standard 4/14/ Standard Process 18

19 Second Level KAIZEN 1. KAIZEN Management 2. KAIZEN Systems 3. KAIZEN Tools 1. KAIZEN Management i. Productivity management. ii. iii. iv. Quality management Cost management. Delivery management v. Policy management. vi. vii. Cross functional management. Daily management. 2. Basics of KAIZEN leadership Lean Leadership 1. Medium KPTs 2. TPS 3. TQM. 4. TPM 5. Appropriate Costing System (ABC, Direct, Standard, Target..) 6. MRP 7. Production scheduling. 1. SOP QC Tools/QC story. 3. Value stream Mapping 4. Quality control process chart. 5. Basic IEs. Time study motion study. Line balancing Process analysis. Operation analysis. Control charts. Process capability index. Ergonomics Layout 6. Multi Activity Analysis 7. Costing ( P = P-C). 8. Ratio delay study 9. Shortening set up time Expected Outcome System Innovation 1. A Comprehensive Understanding of 1. Implementing 2 nd 1. Practicing 2 nd level K Tools Advanced KAIZEN Management level K System 2. Operation Standard Copy 2. Right Standard Getahun Systems Tadesse Mar DG 2. Strategic 4/14/2016 Leadership 19

20 Third Level Kaizen 1. KAIZEN Management 2. KAIZEN Systems 3. KAIZEN Tools 1. Advanced KAIZEN Management i. Innovation Management ii. iii. Global Production Management Value Management 2. Advanced KAIZEN leadership Lean Leadership 1. IKT (Innovative KAIZEN Team) 2. TPM 3. Advanced Analytical Systems i. Competitive Analysis ii. iii. iv. Financial Analysis Value Analysis Business Modeling v. Business Systems Analysis vi. Idea generation methods 1. TRIZ 2. Off shoring 3. Production Sharing 4. Value engineering. 5. Quality function deployment 6. FMEA (Failure Mode Effect Analyses) 7. FTA (Fault Tree Analysis) 8. Reliability Engineering 9. SMED (Single Minutes Exchange of Die) Expected Outcome Innovation Management 1. Excelled Management 1. Implementing 3 rd level K 1. Practicing 3 rd level K Tools System 2. Lean Leadership 2. World Standard 2. Company Model and Brand 4/14/

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22 5S Committee TQM Committee QCC KPTs SOP Committee TPM Committee 4/14/

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25 IDIs/Ags/Cops RKIs TVET Universities Institutions Based KAIZEN Teams/Leaders 4/14/

26 Top management Middle management Team building KPTs. 4/14/

27 JICA/ Capacity Building IDIs+Ags+ Corps LMEs KAIZEN Movement Food Textile LMEs IDIs+Ags+ Corps Leather Universities TVETs Services Regions/Ci ties Constructi on Logistics Utilities Tourism Metal Chemical 4/14/

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29 3.1 Achievement of Capacity Building Project Phase Period Project Outputs 1. Piloting One year & 8 months Pilot Project : ( Oct ~ May 2011 ) 10 KU Members introduced to KAIZEN 30 Companies practiced KAIZEN Manuals and teaching materials prepared II Basic KAIZEN Three (3) years ( Nov ~ Nov ) Basic KAIZEN Capacity Development 57 Consultants trained 131 Industrial extension agents trained 51 LMEs practiced in company training 198 MSEs practiced in company training III. Intermediate KAIZEN Five Years ( July 2015 july 2020) Intermediate or level II KAIZEN Capacity Development. 18 MSC graduates joined the project 4/14/

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34 Indicators Ranges 1 Improving work place from 17.5% to 65.38%; 2 Productivity of man power 1.29% to 60% 3 Productivity of machinery 25% to 75%, 4 Productivity of raw materials 4.76% to 19.74%; 5 Reduced defects 57.1% to 5%; 5 Reduced costs from 6% to 33%; 4/14/ Reduce accidents 49.5% to 14.29%

35 52,000 Management and Workers trained 5,200 KPTs Formed Birr 2 Billions Worth Benefits Achieved 4/14/

36 1 st Year Birr 25 M 2nd year Birr 75 M 3rd d year Birr 500 M 4 th year Birr 1.1 B 5th year 450 M ( 6 Month) 4/14/

37 Salary and Bonus Profits Taxes Increased 4/14/

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40 2013 Birr 11 Millions 2014 Birr 18 Millions 2015 Birr 21 Million 4/14/

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44 4.3 IMPLEMENTATION Front Manufacturing HRD Services Capacity building 160 export industries 95 import substituting industries 120 TVETs 20 Universities 120 elementary and high schools 30 construction companies 30 tourist organizations 60 strategic service organizations Train 150 KAIZEN consultants at advanced KAIZEN Establish KAIZEN Institutes in regions and cities & develop their capacity at different levels. 120 KGs Develop the capacity of 500 IDIs/Agencies/ Cops 4/14/

45 4.4 TRAINING 135,140 Trainees & 14,950 KPTs 98,000 trainees Manufacturing 10,500 KPTs 17,140 trainees HRD 2,450 KPTs 20,000 trainees Services 2,000 KPTS 4/14/

46 4.5 Performance Indicators 4/14/

47 4.6 Opportunities, Threats and Countermeasures Opportunities 4/14/

48 Opportunities, Threats and Countermeasures 4/14/

49 Opportunities, Threats and Countermeasures 1.Craft national KAIZEN dissemination strategy. 2.Promote awareness of KAIZEN at the grass root level. 3.Expand and develop infrastructure. 4/14/

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51 1. Started with two sectors organizational structure namely Manufacturing, capacity building & R&D 8 departments 2. Now Reorganized in two four sectors 18 departments Manufacturing 5 department Capacity building and regional support 4 departments Services and utilities 5departments Research, best practice and certification 4 departments 3. Corporate service HRM Finance Planning and project management General service Training MSC, PhD, Short term, local and abroad 4/14/ Salary and benefits now more than double. Eg Director 8,000 20,000

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54 I K Thank E You JAPAN 4/14/